Global Process Owner for the External Expert Engagement Services Team at AstraZeneca. Owner of all the processes the team uses to support our global teams with External Expert engagements. Also owner of our user training strategy and training materials and our controls and risk monitoring processes.

Building capability within AZ to manage contractual relationships with Healthcare Professionals.Sitting between business/commercial/scientific teams, IT, compliance, procurement, finance, data and external SAAS providers defining global approach and systems capability for ensuring compliant and efficient processes for managing contractual relationships with healthcare professionals and other external experts. Overseeing global deployment of chosen technology. Ongoing ownership of technology; including service / performance management and evolution of processes and systems.

Design and deployment of global standard approach (process, system, organisation, policy) for engaging and contracting with External Experts and Health Care Professionals.

OverviewBusiness deployment of GSK's internal SAP based ERP platform to GSK’s internal trading partner companies (internal invoicing companies processing +/- GBP12Bn of transactions per year supporting physical movement of inventory and transfer of financial ownership between manufacturing network and commercial network).Achievements• Created and led a matrix team managing impact of the project on GSK’s global network of manufacturing sites and commercial entities (change management; impact assessment; stakeholder management; system testing; data validation and alignment; cutover planning)• Defined and owned the ramp up / cutover plan to minimise risk on financial reporting and physical supply chain (risk assessment; option determination; plan definition; plan socialisation with senior leaders across manufacturing, commercial, finance and tax; gaining approval from group CFO)• Oversaw successful business cutover for pilot phase and Eastern European warehouse phase• Oversaw definition of ongoing business cutover approach (rolling out until 2018)• Led business engagement to create initial business requirements and system change requirements

Part of GSK’s award winning Job+ coach programme; I operated as an internal coach (in addition to my standard roles) supporting individuals from around the organisation with their personal and professional development.Accumulated over 200 hours of coaching experience with a variety of clients and achieved APECS affiliate status.

OverviewDue to the nature of the pharmaceutical industry; pharma companies must interact with Health Care Professionals. These interactions must be highly controlled to ensure there is no potential or perceived conflict of interest and there is a growing international requirement for any transfer of value (either payment for services rendered or benefits in kind) to be publicly reported.Achievements• Oversaw global internal reporting process including generation of analysis packs for CFO & FLT• Provided central support and oversight for embedding in-country processes for EFPIA reporting (GSK received significant positive press coverage about our response to EFPIA reporting)• Transitioned HCP disclosure Global Process team from project structure to steady-state team; driving significant cost and risk reduction• Partnered with GSK medical, R&D and commercial organisations to provide financial inputs to strategic and groundbreaking change to how GSK interacts with Healthcare Professionals• Partnered with IT and US team to lead assessment of system requirements to deploy our standard company disclosure system to meet their US federal (Sunshine act) and state reporting requirements• Oversaw deployment of our standard disclosure system to Japan and Australia for their external reporting requirements

Achievements• Defined core operating model to meet European external HCP payment disclosure (EFPIA) - GSK was considered best in class for level of transparency for EFPIA reporting and featured heavily in press coverage at time of reporting• Evaluated service delivery model for HCP reporting and disclosure spreading finance, R&D, medical and commercial organisations• Supported process documentation, training and operating model deployment• Defined global internal governance model to support internal and external HCP payment Disclosure

BackgroundGSK’s internal trading partner companies (internal invoicing companies processing +/- GBP12Bn of transactions per year supporting physical movement of inventory and transfer of financial ownership between manufacturing network and commercial network) were operating out of Ireland and the UK with some outsourced services performed by a partner in India. The transformation programme was focused on restructuring how the organisation operated in order too leverage significant cost savings.• Programme Manager for overall programme consisting of seven separate but inter-linked projects• Mobilised project including implementing governance, putting in place PMO and building project team• Partnered with business owner to drive organisation design and take impacted individuals through consultation process• Drove recruitment of internal staff, outsourced provider readiness and knowledge transfer to ensure successful migration of activity• Partnered with management teams of heavily impacted individuals to support outplacement support and coaching throughout redundancy process• Implemented changes to GSK’s global trading model by changing roles of internal intermediary companies• Deployed new warehousing model (new system and processes) to central and eastern European markets

BackgroundResponsibe for managing impact of manufacturing network change and mergers, acquisitions and divestitures on group trading model and financial supply chain Achievements• Created team, designed all required internal team processes and project delivery methodology and built network spreading complex matrix environment• Leveraged business knowledge and network to successfully manage impact of global supply chain projects on central trading companies• Managed ongoing portfolio of +/-50 projects ranging from integrating major aquisitions (e.g. GSK's acquisition of Stiefel), joint ventures (e.g. the ViiV joint venture with Pfizer) and manufacturing transfers between different sites in the network.

A series of roles at GSK progressing through various grades until reaching director level - including Data team manager, Business Development Manager, Invoicing Team Leader, Logistics analyst, Demand Planner.